To make values live, breathe and stick, they need to be practised and visible in everything we say and do – formal and informal. They need to be meaningful and embedded into everyday behaviours.
Mapping desired behaviours to your vision, purpose and values is fundamental to improving performance – it gives everything meaning. But how do you approach this? A good starting point is to identify what ‘good looks like’ and using this as a basis to develop a behaviours framework that works across all levels of the organisation and makes sense to everyone.
Article by 7 February 2018
I still get funny looks when I talk to organisations around humanising the workplace or just getting them to try to stop thinking of humans as resources and just more like people. The worst part of it, is that I not only get these looks from organisational leaders but also HR colleagues who I thought would be up for a bit of disruption of the current status quo.
Article by 1 February 2018
Reflecting on his personal and professional journey, Jack says that his attitude and perspective have changed since his school days, just five years ago. He credits this, in part, to the Apprenticeship Programme.
Article by 24 January 2018
The relationship between a company and a candidate is a lot like the dating industry, with the way in which we share information with potential recruits critical to not only attracting the best talent to our company but ensuring a fruitful, long-term relationship for everyone. All companies want the best candidates, however today’s strongest candidates have both the wherewithal, and the tools, to critically analyse organisations before they even get through the door. This can be both a gift and a curse.
Article by 22 January 2018
There has been an increased emphasis on Employee Experience recently as organizations try to lure desired talent into their ranks with innovative talent management strategies that ensure low attrition rates and a robust employer brand while triggering healthy doses of intrinsic motivation for unfettered employee engagement. This has become a distinguishing factor between outstanding employers and others striving to maintain/sustain a significant foothold in the Digital world with a multi generational workforce.
Article by 10 January 2018
Once, a company being a disruptor was considered the ultimate honour tag; and a chance that there was a case study just waiting to erupt onto the unsuspecting HBR readership. Now a company like Uber or even AirBnB as a disruptor doesn’t ALWAYS attract the adoring storylines.
Article by 5 January 2018
Having worked with a large number of organisations from different sectors I have been given a great insight into what works well and what completely misses the mark when it comes to running an employee wellbeing programme. In this blog I have compiled my top three tips for planning a successful programme.
Article by 3 January 2018
Quite a few years ago I was interviewed for an HRD role in a very large multi-facetted organisation. The interview had all the potential to be uneventful. I could have written the script myself, very traditional organisation that saw little value in HR and yet felt obliged to fulfil its moral obligations and have a post holder sitting in the HR ivory tower. From the very outset the questions were not designed to ensure the panellists were properly informed of the capability of each applicant, nor was it designed to ensure they probed the alleged talent that sat before them. The questions were designed to let me and the rest of the applicant pool know how little the panel respected HR and to send a very strong message that the successful candidate need not think they were going to change anything around here unless this cadre of quasi inquisitionists allow it. The organisation might be required to have a senior HR presence and the role might come with the title director but any direction would require this group’s approval.
Article by 5 December 2017
The modern workplace has become complex, volatile and unpredictable. The skills needed for great leadership have dramatically changed and include intelligent behaviours, adaptive thinking and emotional intelligence. However, the methods being used to develop our leaders have not really changed at all.
Article by 18 November 2017
Subtle yet persistent cultural change is needed to begin a quiet revolution in employee wellbeing. Employers must provide effective support services, regularly communicate their availability and promote positive wellbeing messages. They must also encourage employees to take responsibility for their own health, but know when to intervene in order to minimise the effect absence has on their organisation.
Article by 17 November 2017